Evaluation of effectiveness of information systems implementation in organization (by example of ERP-systems)

© Published under licence by IOP Publishing Ltd. ERP in a modern enterprise information system allowed optimizing internal business processes, reducing production costs and increasing the attractiveness of enterprises for investors. It is an important component of success in the competition and an important condition for attracting investments in the key sector of the state. A vivid example of these systems are enterprise information systems using the methodology of ERP (Enterprise Resource Planning - enterprise resource planning). ERP is an integrated set of methods, processes, technologies and tools. It is based on: supply chain management; advanced planning and scheduling; sales automation; tool responsible for configuring; final resource planning; intelligence business; OLAP technology; block e- Commerce; management of product data. The main purpose of ERP systems is the automation of interrelated processes of planning, accounting and management in key areas of the company. ERP systems are automated systems that effectively address complex problems, including optimal allocation of business resources, ensuring quick and efficient delivery of goods and services to the consumer. Knowledge embedded in ERP systems provided enterprise-wide automation to introduce the activities of all functional departments of the company as a single complex system. At the level of quality estimates, most managers understand that the implementations of ERP systems is a necessary and useful procedure. Assessment of the effectiveness of the information systems implementation is relevant

Using ERP as a basis for Enterprise application integration

Architecting and implementing e-Business supply chain solutions across and within the modern day enterprise, is now becoming a necessity in order to maintain competitive and be adaptable to market needs. As such, the integration of information and processes is a vital step, using technologies such as using Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and enterprise portal platforms. The effective sharing of resource planning and other enterprise related data across and within the enterprise is typically seen as a facet of a business to business (B2B) platform. However, such infrastructures typically involve a tight integration across intra and inter-organisational systems. This paper examines an Enterprise Application Integration (EAI) initiative taken by a global manufacturer of industrial automation products, which attempted to utilise ERP as an integration tool across its internal B2B infrastructure, to achieve such an aim. This paper discusses those integration considerations and complexities, experienced by the case company upon embarking on an EAI integration programme through the adoption of a core ERP as a catalyst for organizational change. In doing so the authors present an analysis of the inherent risks and limitations of this approach in terms of previously published literature in the field, relating to technology-driven organizational change and EAI impact and adoption frameworks

Addressing business agility challenges with enterprise systems

It is clear that systems agility (i.e., having a responsive IT infrastructure that can be changed quickly to meet changing business needs) has become a critical component of organizational agility. However, skeptics continue to suggest that, despite the benefits enterprise system packages provide, they are constraining choices for firms faced with agility challenges. The reason for this skepticism is that the tight integration between different parts of the business that enables many enterprise systems\u27 benefits also increases the systems\u27 complexity, and this increased complexity, say the skeptics, increases the difficulty of changing systems when business needs change. These persistent concerns motivated us to conduct a series of interviews with business and IT managers in 15 firms to identify how they addressed, in total, 57 different business agility challenges. Our analysis suggests that when the challenges involved an enterprise system, firms were able to address a high percentage of their challenges with four options that avoid the difficulties associated with changing the complex core system: capabilities already built-in to the package but not previously used, leveraging globally consistent integrated data already available, using add-on systems available on the market that easily interfaced with the existing enterprise system, and vendor provided patches that automatically updated the code. These findings have important implications for organizations with and without enterprise system architectures

Aligning operational and corporate goals: a case study in cultivating a whole-of-business approach using a supply chain simulation game

This paper outlines the development and use of an interactive computer-based supply chain game to facilitate the alignment of disconnected operational and corporate goals. A multi-enterprise internal cattle supply chain was simulated targeting the operational property managers and the overall impacts of their decision making on corporate goals A three stage multidisciplinary approach was used. A case study based financial analysis was undertaken across the internal cattle supply chain, a participative action research component (developing the game to simulate the flow of product and associated decisions and financial transactions through the internal supply chain of the company for different operational scenarios using measurable and familiar operational and financial criteria as tracking tools), and a qualitative analysis of organisational learning through player debriefing following playing the game. Evaluation of the managers' learning around the need for a change in general practice to address goal incongruence was positive evidenced by changes in practice and the game regarded by the users as a useful form of organisational training. The game provided property managers with practical insights into the strategic implications of their enterprise level decisions on the internal supply chain and on overall corporate performance. The game is unique and is a tool that can be used to help address an endemic problem across multi-enterprise industries in the agrifood sector in Australia

Integration of decision support systems to improve decision support performance

Decision support system (DSS) is a well-established research and development area. Traditional isolated, stand-alone DSS has been recently facing new challenges. In order to improve the performance of DSS to meet the challenges, research has been actively carried out to develop integrated decision support systems (IDSS). This paper reviews the current research efforts with regard to the development of IDSS. The focus of the paper is on the integration aspect for IDSS through multiple perspectives, and the technologies that support this integration. More than 100 papers and software systems are discussed. Current research efforts and the development status of IDSS are explained, compared and classified. In addition, future trends and challenges in integration are outlined. The paper concludes that by addressing integration, better support will be provided to decision makers, with the expectation of both better decisions and improved decision making processes

Measuring social, economic and environmental sustainability at the enterprise level: a case study of an Australian Utility Corporation’s Sustainability Report

The debate on a sustainable future for Australia has focused enterprises on developing triple bottom line or sustainability reports. Enterprises now commonly provide reports to their stakeholders on sustainability. However it is argued in this paper that shortcomings in current reporting practices are limiting the measurement of sustainability. The Global Reporting Initiative (GRI), the most commonly applied consistent framework for enterprises, recommends the application of indicators that consider the inter-relations between the economy, society and the environment. However, these recommendations are not generally being translated into practice by firms. The environmental aspects of enterprise sustainability reports tend to be privileged over the social and economic components. Indicators of the social and economic impact of an enterprise generally draw upon productivity and human relation measurements rather than measures directly relevant to the impact of enterprise actions on the community. To illustrate these arguments we offer a case study of the Australian Gas Light Company, (AGL), 2004 Sustainability Report, and a critique of the GRI. AGL is a large Australian energy company. We argue that inter-related indicators tend not to be considered within enterprise sustainability reports. It is argued that social and economic externalities of enterprises have an impact on surrounding communities and hence should be measured and reported in conjunction with environmental factors. Moreover, these reports should to be developed in a manner that enables the context of sustainability to be adequately explored